Enterprise |
The Enterprise Node is a collection of activities that perform services in support of the operations of the Department of Defense Business Mission Area. |
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External |
A collection of organizations outside of DoD doing business with the Department of Defense. |
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FM |
Financial Management (FM) - Objectives: Provide accurate and reliable financial information in support of the Planning, Programming, Budgeting, and Execution (PPBE) process to ensure adequate financial resources for warfighter mission requirements. Provide accurate financial information to reliably cost: (1) the conduct, output, and performance of warfighter operations and missions both in total and in varying levels of organizational, operational, and resource detail; and (2) ongoing, completed, or projected programs in support of warfighter requirements. The key elements of this CBM include greater integration of PPBE processes and supporting defense business systems. The key elements also include all aspects of processes and controls necessary to routinely capture and provide accurate financial information that also complies with public law, regulations, standards, and established policy. |
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FM Accounting Office |
This office is responsible for the following activities: (1) Performance Cost Modeling, which includes defining the models, populating and managing the models over time and analyzing the results of the cost models for both internal and external customers. (2) Accounts Receivable and associated revenue recognition, which includes establishing receivables and managing receivables over time (e.g. aging, collections, delinquency actions and write-offs). (3) Manage Liabilities, which includes establishing and liquidating Accounts Payable as well as validation of funds availability prior to incurring liabilities. Inherent in all these activities is the requirement to update DoD general ledger and any related subsidiary ledgers as a result of these activities. |
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FM Commercial Entitlement Office |
This office is responsible for the timely and accurate computation of entitlements owed by DoD to contractors and vendors. It also verifies that propriety, adequacy and completeness of documentation to substantiate three way match to authorize amounts to be paid. This office also manages commercial debts and provides a customer service function to include inquiries from vendors regarding a wide variety of issues associated with commercial entitlements. |
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FM Planning and Policy Office |
This office is responsible for internal or external accounting and budgetary requirements pertaining to DoD accounting policy, budget policy and identifying the internal or external requirements on the DoD's standard chart of accounts. This is in relationship with the standard financial information structure (SFIS). Also, it is responsible to perform executive level planning, reviews and integration of the national military strategies and the national security strategies when aligning the department's strategic goals, and priorities. |
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FM Program and Budget Office |
This office is responsible for managing the overall budget formulation and execution for the Department of Defense. It is responsible to evaluate, develop, and integrate strategic goals into program guidance and decisions that update the FYDP and issue budget/fiscal guidance to formulate and prepare DoD’s submission to the President’s Budget. This encompasses issuing budget guidance in conjunction with programming plans. It requires coordination efforts to develop and resolves programmatic issues. The development of budget through the formulation phase to include activities that supports the budget hearing review with OSD and OMB. This review process addresses all perspectives including those of the Chairman of the Joint Staff, Under Secretaries of Defense, Service Secretaries, and OMB are considered as an integral part of the decision-making process. This phase ensures that the planning goals and programming objectives are consistent with the National Military and National Security strategies. They also identify and focus on priorities that will be used to develop fiscal and program guidance. Once the above is developed guidance is issued, then they collect the POMs and BES from the military services and defense agencies for review. Each program and budget information is based on the programs and fiscal guidance contained in the JPG; and includes the prior, current, and two budget fiscal years. Budget estimates are collected from Components and reviewed by the OSD and OMB to ensure proper pricing and reasonableness, and excitability. This office with OMB conducts budget hearings with components to ensure that the budget estimates are in alignment with the areas of interest of the Administration and maintain tracking of ongoing Congressional action that could impact. The Major Budget Issues are identified for resolution. Based on the results of the evaluation, draft Program Budget Decisions (PDBs) are written for review and coordination. This occurs between the time the President's Budget is submitted to Congress and up to and including the time that appropriations are enacted. This activity also captures the markups and markdowns as result of the budget negotiation between the Congress, DoD, and OMB. Finals changes to the DoD budget, including "passbacks" are incorporated to the final budget submission to OMB for inclusion to the President's Budget, which is submitted to Congress for funding. The phase called Budget Execution is the allocating funds, monitoring and executing programs and applicable funds during the current budget year. During the budget year the office captures economic assumption as key factor in determining the appropriate funding for a specific program. It realigns funds from the original Congressional enactment or subsequent distribution of funds to new areas through reprogramming, transfers, rescission deferrals and cancellations. |
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FM Reporting Office |
This office is responsible for the timely and accurate preparation of all financial reports. This includes formatting and distributing the financial information in accordance with prescribed statutory and regulatory requirements. This also, includes the closing adjustments and reconciliation of the general ledger prior to generating the financial reports. |
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FM Treasury Operations Office |
This office is responsible for timely and accurate processing of all disbursements and collections. This includes the crediting of deposited amounts to the proper appropriations and the debiting of appropriations for amounts disbursed. The office also manages the investments and overall cash position of the agency and prepares daily and monthly statement of accountability reports for distribution to the Department of the Treasury. It is required to perform the reconciliation of the Department of Defense fund balances with the Treasury fund balance accounts. This office is also responsible to management and record of securities (including purchase, sale and amortization) held for the production of investment revenues, net of premiums and discounts. |
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HRM |
Human Resources Management (HRM) - The Human Resources Management Core Business Mission Area has the responsibility for key initiatives that directly impact and improve personnel management and readiness throughout the Department of Defense. The Human Resources Management Core Business Mission Area's goal is to improve and transform business practices and information systems to better support the Service members, Department of Defense (DoD) military and civilian employees, the warfighter, and others with a total force approach. Human Resources Management is the fusion of accurate human resources information, with respect to numbers, competencies (occupations, skills, education, and training), reception accounting, individual readiness, patient accountability and status reporting, person's unit and location, and assigned duty within organizations. This includes ensuring timely and accurate access to compensation and benefits for DoD personnel and their families and ensuring that Combatant Commanders have access to the timely and accurate data on personnel and their skill sets. Supporting warfighters with the right types of people, in the appropriate quantity, at the right place and time will significantly increase the opportunity for mission success. |
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MSSM |
The Materiel Supply and Service Management (MSSM) Core Business Mission Area is the CBMA that covers DoD's supply chain, responsible for ensuring enterprise business capability to maintain readiness for the warfighter and sustain the force at a level of performance that meets or exceeds Combatant Commander's requirements. The key elements of MSSM include the conduct of planning, requesting materiel, sourcing, making/manufacturing/repairing, performing logistics and field services, sustainment operations, delivery of property and forces, receipt and acceptance of items, monitoring payment, calculating supply chain entitlement, retail sales as required, and the return or retrograde of all classes of supply (materiel), personnel, and forces (deployments). When required, MSSM elements include disposal and demilitarization. Field services include such activities as laundry, bath services, and mortuary services. These capabilities are represented in the architecture as conduct planning, manage request, conduct sourcing, perform build, make, maintenance, and sustainment operations, deliver property and forces, manage receipt and acceptance, manage payment, and dispose or return property and materiel. |
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RPILM |
Real Property and Installations Lifecycle Management (RPILM) - Real Property and Installations Lifecycle Management provides installation assets and services that are available when and where needed, with the joint capabilities and capacities necessary to effectively and efficiently support DoD missions. |
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WSLM |
Weapon System Lifecycle Management (WSLM) - Represents full lifecycle management, cradle-to-grave, of Defense acquisition of weapon systems and automated information systems to include requirements, technology, development, production, and sustainment. |
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